Management Policies

Management Policies for FY2017

"A Year in Which We Will Achieve Further Progress and Development
Through Creative and Revolutionary Efforts and a Stronger Production System"

Our management policies for FY2016 were described as "Ensuring a Solid Footing for Future Progress and Development, and Shoring Up Our Production Systems -- Strategy Focused on Creative, Revolutionary Initiatives to Establish Ourselves as a 'One-of-a-Kind' Airline", and our efforts included a greater focus on Hokkaido and improving customer satisfaction through services that were unique to AIRDO on the basis of a promotion system implemented by a company-wide, inter-departmental working group.

Additionally, we increased boarding rates by raising awareness and attracting new customers through business-related measures that included better revenue management, stronger corporate sales, more late-night flights (between New Chitose and Haneda), cooperation with local partners and proactive PR activities, and comprehensive communication tools.

Furthermore, we were able to forge ahead with further progress and development through such cost-related efforts as adjusting aircraft use according to demand and expanding our in-house maintenance capabilities, as we undertook the first year of our FY2015-2018 Medium-term Business Strategy.

Our management policies for FY2017, the second year in our FY2015-2018 Medium-term Business Strategy (upgrading our current production capabilities, considering ways to raise revenue, and actively preparing ourselves for what comes next), are to continue on this same path, offering "steadiness and reliability" with a focus on the following areas.

  • Continue pursuing personnel with technical qualifications for future progress and establish a path toward a better production system.
  • Be even more aware of our vision to become a "one-of-a-kind airline worthy of being the Wings of HOKKAIDO" and create and bring to fruition revolutionary products and services focused on Hokkaido with a sense of urgency as we approach our 20th anniversary (December 2018).
  • Implement specific measures that will contribute toward improvements in customer satisfaction across all departments, as we set our sights on becoming Japan's favorite airline.
  • Conduct required human resource training and environmental improvements, devise ways of maximizing revenue, and allocate expenses wisely in order to achieve profit objectives.
  • Build a work-friendly environment that will give personnel a sense of satisfaction and worthwhileness regarding their jobs and enable personal growth through work performed in conjunction with personal skill improvements.
  • Revitalize the workplace by providing emergency knowledge needed by airline industry personnel, through sustainable change management, and through workplace improvements, as an effort toward human resource development and organizational development leading to safety-promoting activities.